Management: Organizational Behavior Study Guide

MGT 341 Exam II Study Guide 1. Force (Article and Book) a. Which means of Power †â€Å"The capacity to impact different results: or The capacity to â€Å"make things happen† or â€Å"get things done† I. People/Groups are ventured to have power dependent on the accompanying variables: * Ability to adapt to Uncertainty * Substitutability †the lower the substitutability the more prominent the force. * Organizational Centrality †the more focal an individual/bunch is to an association; the more prominent the force. Job and Task Interdependence †if the exercises of an individual/bunch rely upon the exercises of someone else/gathering - > the last is considered to have more prominent control or force. b. Relationship of Power to Authority †Power and Authority are firmly identified with the idea of initiative. ii. Authority †Situations in which an individual/bunch has been officially allowed an initiative position. iii. Real Power †once au thorized by association (Contractual) or casually upheld by singular/gathering (Consensual). iv.Executive/Managerial Power †coordinated towards making and keeping up a functioning association †perfect of changing the association to it’s most noteworthy potential. c. Named versus Emanant Leaders (Formal versus Casual) d. Sorts of Power: Yellow = Position Power Red = Personal Power Positional Power †Organization * Appointed pioneers/formal force †**Most Common Form of Power** * Easily constrained by the association. * Attributed to the Position as opposed to the person. * Appointed from upper level administration. 1.Reward Power †The degree to which an individual controls remunerates someone else values (Can give individuals things they need; fulfill needs). 2. Authentic Power †Power allowed by goodness of one’s position. 3. Coercive Power †The degree to which an individual can rebuff or genuinely/mentally hurt another person (do terrib le things to an individual). Individual Power †Personal/Individual †Emergent (I. e. as the individual becomes accustomed to the earth they may â€Å"emerge† expertly or when there is a gathering that doesn't have an obvious pioneer figure, one will â€Å"emerge† normally. Ascribed to the Individual as opposed to the association. * Not handily affected by the association. * Influence is â€Å"earned† or increased subsequent to â€Å"proving ones self. † Expert Power †The degree to which an individual controls remunerates someone else values. (Can give individuals things they need; fulfill needs). 1. Referent Power †Exists when one individual needs to resemble another person r mimics another person. (in view of profound respect and regard). e. Situational Variables that can give power. v. Capacity to adapt to vulnerability vi.Substitutability †The degree to which another person in the association can â€Å"Substitute† for ano ther person. (The lower the substitutability the more noteworthy the force). vii. Authoritative Centrality †the more focal an individual is to the assignment or procedures of the association, the more noteworthy the force. viii. Job and Take Interdependence †If the exercises of an individual or gathering are reliant on that of someone else/bunch > the last has the force. f. Administration Motive Syndrome †The requirement for power must be more noteworthy than the requirement for affiliation.Must cease from being seen as Impulsive, Coercive, or Manipulative. g. Acknowledgment Theory †supervisor's position is gotten from subordinates' acknowledgment, rather than the various leveled power structure of the association h. Force Gap †Difference between formal positional force allowed and the genuine force required to achieve objectives. ix. The most effective method to â€Å"Fill the Gap† > * Acquiring Information and Ideas * Assess Who has Power * Go od Relationships * Interpersonal Skills * Networks (power building apparatus) * Create Valued Agendas Image and Track Record 2. Authority: I. Characteristic Approaches: x. Concentrate â€Early moves toward concentrated on those individual qualities and traits physical, mental, and social. The examination is frequently named the â€Å"Great Person† hypothesis of authority (it was expected pioneers were not the same as normal individuals dependent on character and physical attributes) â€Å"leaders are conceived, not made†. 5 individual attributes appeared to be identified with compelling initiative: insight, strength, fearlessness, elevated levels of vitality and movement, and assignment pertinent information. I. Issues †Relationship between these qualities and proof of successful initiative isn't especially solid. On account of every trademark, there have been huge examinations that have either not indicated any relationship with viable authority or found a nega tive relationship. Along these lines, gives an inadequate image of authority xii. Reappearance of Interest †reappeared as a promising exploration territory, particularly as far as analyzing explicit qualities identified with the viability/achievement in various hierarchical settings.Studies from the 80’s and 90’s propose there are various attributes that do add to compelling initiative: Drive, authority inspiration, trustworthiness and respectability, fearlessness, reverberation, subjective capacity and information on the business. Alone, these don't ensure authority achievement, yet they can help for progress. xiii. Key Dimensions for â€Å"Magic† or Charismatic Leadership †3 key measurements are imagining, stimulating and empowering. â€Å"Natural Leaders†, invigorate rouse, imagining make and impart picture, empowering empower others * Linking to Results †Finding the right quality that gives you positive results.The results ought to be a djusted, key, enduring, and benevolent. This connection among properties and results improves our comprehension of the connection between pioneer qualities and administration adequacy j. Conduct Approaches: Focused on the different standards of conduct or styles utilized by various pioneers and the capacities satisfied by these people. xiv. Just †Leading through gathering info and dynamic. xv. Totalitarian †Leading by order xvi. Free enterprise Leading through insignificant support by the pioneer and stipend of all out gathering opportunity xvii. College of Michigan Studies †Research into social parts of initiative. Were worried about two distinctive pioneer directions: one toward workers and the other toward creation. The outcomes proposed that a solid direction to creation took after the imperious initiative style, while a solid worker direction was demonstrative of the law based administration style. xviii. *Ohio State Studies †Similar to Michigan contemplates . Two essential variables inferred: starting structure and thought for others.See pages 214-215 xix. *Managerial Grid > Concern for individuals and creation, utilizes 5 areas on matrix, need chiefs to be a 9,9. Most mainstream Concern for People Concern for People Concern for Results (1,1) = LCP and LCR, (1,9) = HFP and LCR, (9,9) = HCP and HCR, (9,1) = HCR and LCP. 1,9| | 9,9| | 5,5| | 1,1| | 9,1| * Based on a â€Å"Concern for People† and â€Å" Concern for Production† * Includes Motivation xx. Likert’s Linking Pin and System 4 thoughts Likert found that the Traditional View of the executives (close oversight/high structure) just PARTLY clarified the jobs of directors. * Believed that chiefs are individuals from (2) diverse workgroups 1. Individual is liable FOR. > Subordinates 2. Individual is mindful TO (Traditional View of Supervision). > Leaders * Power originates from the capacity to passage power Upward and Lateral (Peer Managers) * (2) Elements must be taken a gander at: I. Errand Component ii. Human Component * Approach comprises of Integrated Workgroups. * Managers are individuals from different Workgroups. xi. Framework 4-(participative)- administrators trust their subordinates and objective setting and dynamic are cooperative exercises. k. Possibility Approaches †This point of view recommends that there is no â€Å"one best way† to lead in all circumstances; rather, the best style of initiative is unforeseen or subject to the circumstance. Possibility speculations join the quality methodology and the conduct/practical hypotheses to recommend the best heads are those people who can adjust their styles to the requests of a circumstance, gathering, or qualities xxii.Situational Leadership †(Life-Cycle Theory of Leadership) pg 225 xxiii. Way Goal Model †The pioneer influences subordinates’ execution by explaining the practices (ways) that will prompt wanted prizes (objectives). Kinds of pionee r practices: order, steady, participative, accomplishment arranged. Situational factor which impact how pioneer conduct identifies with subordinate fulfillment: individual attributes of the subordinates, qualities of condition. xxiv.Vroom-Yetton Leadership-Participation Model †pg 227 xxv. Official Coaching †Private gathering to examine and take a shot at individual learning and improvement issues. Criticism instructing (specialist)- giving input and helping individual in building up an activity intend to address need or issues that are watched (360 criticism; 1-6 months, not very concentrated) top to bottom training (advisor)- closer, personal connection, different evaluations and conversation widely used to create relational aptitudes, and so forth 6-12 months+) Content instructing (guide)- give pioneer information and abilities for explicit territory (IT, acquisitions, globalization, and so on. ; time changes, however generally short) l. 4. Substitutes for Leadership â⠂¬ Leadership substitutes: individual, task, and hierarchical qualities that will in general exceed the leader’s capacity to influence subordinates fulfillments and execution. Initiative neutralizers: facto